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How a Jesuit university president inspires and maintains a shared vision during a strategic planning process and its implementation

HOW A UNIVERSITY PRESIDENT INSPIRES AND MAINTAINS A SHARED
VISION DURING A STRATEGIC PLANNING PROCESS AND ITS
IMPLEMENTATION
by
Leah Ann Schueler
A Dissertation Presented to the
FACULTY OF THE ROSSIER SCHOOL OF EDUCATION
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the Requirements for the Degree
DOCTOR OF EDUCATION
August 2007
Copyright 2007 Leah Ann Schueler

Using the methodologies of interviews and document analysis, this dissertation examines the experience of how a Jesuit university president was able to inspire and maintain a shared vision during a strategic planning process and implementation. While abundant previous material exists on presidential leadership, there is scarce information on the influence of the Jesuit leadership philosophies of a Jesuit university president or on the experiences of a Jesuit president maneuvering through the university's strategic planning process and implementation. The formative novitiate experience of the Spiritual Exercises has a pivotal impact on the development of Jesuit priests. This impact of the four pillars of Jesuit leadership, self-awareness, ingenuity, love, and heroism, were expected to heavily influence how the President of Jesuit Pacific University created, explained, and maintained his vision throughout the strategic planning process and implementation.; This case study is bound by the university's strategic planning process and implementation and focuses on the president's perspective of inspiring and maintaining a shared vision, the roles he undertook to ensure the vision was understood and accepted, and how he overcame obstacles impacting the strategic plan. Particular attention is given to the cultural impact when creating change and the need for multiple opportunities for broad reflection during the implementation phase. A community may fully embrace a new vision, yet the emotional cost of not considering the community's initial image of itself when implementing it, not providing adequate time to process the changes in meaningful ways, and underestimating the difficulty of a cultural shift may result in resistance and criticism to the change initiative.

HOW A UNIVERSITY PRESIDENT INSPIRES AND MAINTAINS A SHARED
VISION DURING A STRATEGIC PLANNING PROCESS AND ITS
IMPLEMENTATION
by
Leah Ann Schueler
A Dissertation Presented to the
FACULTY OF THE ROSSIER SCHOOL OF EDUCATION
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the Requirements for the Degree
DOCTOR OF EDUCATION
August 2007
Copyright 2007 Leah Ann Schueler